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The uncontrolled spread of COVID-19 has forced employees to use telework technologies and platforms to perform different tasks, that is, “mandatory telework”. COVID-19 is a unique situation that has shocked economies and societies and led to a reshaping of the perception of employees and firms about work practices. However, due to the recent nature of the phenomenon, it is not usually understood how employees would cope with this forced change. Thus, the study aims to explore COVID-19 awareness and employees’ behavior toward mandatory telework.

A sample of 201 Danish employees was selected to examine the research questions using partial least square (PLS) structural equation modeling.

The findings show that COVID-19 awareness reduces technological anxiety and increases positive attitudes and job satisfaction. The authors have also found the full and partially mediating role of attitude and technological anxiety on the relationship between COVID-19 awareness and job satisfaction.

The study employed the theoretical lens of job demands-resources theory to understand COVID-19 awareness and technological anxiety dynamics on employees’ attitudes toward mandatory telework and job satisfaction during the pandemic.

This research examines the role of green, inclusive leadership, corporate social responsibility, and pro-environmental attitudes on proactive pro-environmental behaviour among hotel employees. It further examines the indirect effects of pro-environmental attitudes between green inclusive leadership, corporate social responsibility, and proactive pro-environmental behaviour, as well as the moderating role of psychological contract breach between pro-environmental attitudes and proactive pro-environmental behaviour.

The participants of this cross-sectional study were employees in the Malaysian hotel industry, and 374 usable questionnaires were used for data analysis. The data were analysed using Partial Least Squares – Structural Equation Modelling.

This study found that green, inclusive leadership, corporate social responsibility, and pro-environmental attitudes significantly influence proactive pro-environmental behaviour. For mediating effects, pro-environmental attitudes have been found to mediate the relationship between corporate social responsibility, green inclusive leadership and proactive pro-environmental behaviour.

The research proposes actionable measures to encourage environmentally friendly practices in the hotel sector. For companies to succeed, they must integrate green initiatives with their societal objectives. Pro-environmental mindsets are essential for implementing effective environmental policies, which in turn impact recruitment approaches. The advantages of fostering pro-environmental conduct encompass financial savings, enhanced standing, adherence to regulations, increased innovative thinking and improved workplace well-being.

Over time, environmental degradation has been contributed by individual behaviours and the combined actions of businesses and organisations. This study significantly contributed to a new model underpinned by the Self-determination Theory by including new constructs influencing proactive pro-environmental behaviour.

This paper aims to examine empirical support for 18 hypotheses specifying relationship between leader spiritual behaviours towards subordinates and subordinate work attitudes of job satisfaction, job involvement and affective commitment. It also does concept specification, scale development and a preliminary scale validation for leader spiritual behaviours towards subordinates.

Using a survey design, this study assesses support for 18 hypothesized relationships between leader spiritual behaviours towards subordinates and three forms of subordinate work attitudes and also provides preliminary evidence on the construct validity of the new leader spiritual behaviours towards subordinates scale.

The results are mostly supportive of the hypotheses and also demonstrate the validity of leader spiritual behaviours towards subordinates scale in terms of an interpretable factor structure, high reliability level and convergent and discriminant validity.

The study provides a scale for leader spiritual behaviours towards subordinates. It also outlines meaningful directions for future research.

The positive relationship of leader spiritual behaviours towards subordinates with three work attitudes in this study and already established relationship between these work attitudes and employee performance suggest that managers’ practice of leader spiritual behaviours towards subordinates can potentially enhance employee performance.

The study results suggest that leader spiritual behaviours can enhance positive employee work attitudes and potentially employee performance, and thus can make organizations both spiritual and productive.

This is, to the best of the author’s knowledge, the first study to formally specify the concept and components of leader spiritual behaviours towards subordinates and to demonstrate its positive relationship with three forms of subordinate work attitudes.

Against the backdrop of a competitive hiring market and historically high rates of quitting, the current research examines a factor that could support talent retention in organizations: employees’ feelings of connectedness to their top executives. The authors examined the relationship between workers’ feelings of executive connectedness and job attitudes relative to other antecedents and its predictive power for quitting over and above manager and team connectedness.

In Study 1, the authors measured the relative predictive power of executive connectedness, along with 14 other antecedents, for the outcome of job attitudes in ten samples totaling over 70,000 observations, including two longitudinal samples. In Study 2, the authors used path analysis to test the relationship between executive connectedness and actual quitting, controlling for workers’ feelings of connectedness to their manager and teammates, in two (related) longitudinal samples.

Executive connectedness was robustly related to concurrent and future job attitudes, and it outranked manager variables in all samples. Executive connectedness predicted quitting, even when controlling for manager and team connectedness; this effect was mediated by job attitudes in one of two samples.

Executive connectedness could be an underutilized resource for understanding and possibly improving employee attitudes and retention. Executives should not delegate all responsibility for employee attitudes and retention to managers.

This research is to the authors' knowledge the first to systematically test the unique predictive validity of employees’ feelings of connectedness to executives for important outcomes. The results suggest that executive connectedness may be an important factor in employees’ workplace experience.

Human resource records are the cornerstone of human resource management. Organizations rely a great deal on their employees to furnish them with human resource records, which is crucial to the effective management of the employees and the success of the organization. It is evident, however, that personal information-related issues in organizations are of significant concern and that examining employees’ perceptions and attitudes regarding personal information management is extremely valuable. Yet, this is largely absent in the literature. This study, therefore, aims to investigate the influence of perceptions of employees concerning the uses and security of human resource records on their attitude toward human resource records in Ghana.

A descriptive survey design was used in this study. An online questionnaire was used to gather responses from employees for analyses. A structural equation model was developed and assessed because of the advantages that come with its use and the characteristics of this study. The assessment of the structural equation model was done to determine the significance of the hypothesized paths. In addition, effect size, coefficient of determination and predictive relevance of the structural model were assessed. Before that, the validity and reliability of the measurement model were examined through the assessment of the indicator loadings, average variance extracted, Cronbach’s alpha and composite reliability. An importance-performance map analysis (IPMA) was also conducted.

The hypotheses formulated in this study could not be rejected because the hypotheses tested were statistically significant. Thus, this study revealed that employees’ perception of the uses of human resource records influenced their attitude toward human resource records. Also, employees’ perception of the security of human resource records influenced their attitude toward human resource records. The IPMA revealed that the perception of uses of human resource records was more important, yet its performance was below the perception of security as significant.

Human resource records management professionals, particularly in Ghana, ought to ensure that the human resource records in their organizations are used for the purpose for which they are collected and also, secured. In addition, they should assure employees that their personal information is used as expected and secured. This could be realized with the use of international records management standards especially those in the ISO 30300 series. More so, human resource managers as part of their counseling duties also need to counsel employees so that they form positive perceptions about the uses and security of the personal information they give to their organization in the course of their employment.

To the best of the authors’ knowledge, this study brings to light the attitude of employees toward human resource records based on their perceptions of uses and security in the Ghanaian context which is absent in the literature as previous studies have focused mainly on personal information management behavior only at the individual level.

This research empirically investigates how service employees' ratings of technology readiness (TRI), negative attitudes towards robots (NARS), Big Five personality traits (BFI) and emotional demands (ED) affect their willingness to work with service robots (WTW).

One set of data is collected from 410 service employees expected to work with service robots in Study 1. Another set of field data is collected from 102 employees working with service robots in Study 2. Hierarchical regression is used to test hypotheses about the impact of technology readiness, negative attitudes towards robots and Big Five personality traits on WTW. Additionally, the interactions of emotional demands in the workplace are analysed.

TRI-optimism and TRI-insecurity significantly affect WTW in Study 2 but are nonsignificant in Study 1. The impacts of NARS-emotions in interaction with robots and NARS-interaction with robots situations on WTW are significant in Study 1 but nonsignificant in Study 2. Moreover, BFI-neuroticism negatively affected WTW in Study 1, while these effects were nonsignificant in Study 2. Finally, emotional demands significantly interact with three of eleven dimensions of IVs in Study 1, but all interactions are nonsignificant in Study 2.

This research provides a guiding framework for service companies to screen employees expected to cowork with service robots, to enhance newly hired employees' WTW and to improve existing employees' WTW.

Integrating the characteristics of service employees, service robots and jobs into a theoretical framework, this research is the first to empirically examine the effects of service employees' several critical characteristics (technology readiness, negative attitudes towards robots and Big Five personality) on WTW and the moderation of job characteristics (emotional demands).

AI-based chatbots are revamping employee communication in organizations. This paper examines the adoption of AI-based employee experience chatbots by employees.

The proposed model is developed using behavioral reasoning theory and empirically validated by surveying 1,130 employees and data was analyzed with PLS-SEM.

This research presents the “reasons for” and “reasons against” for the acceptance of AI-based employee experience chatbots. The “reasons for” are – personalization, interactivity, perceived intelligence and perceived anthropomorphism and the “reasons against” are perceived risk, language barrier and technological anxiety. It is found that “reasons for” have a positive association with attitude and adoption intention and “reasons against” have a negative association. Employees' values for openness to change are positively associated with “reasons for” and do not affect attitude and “reasons against”.

This is the first study exploring employees' attitude and adoption intention toward AI-based EEX chatbots using behavioral reasoning theory.

Research has consistently demonstrated that psychological capital (PsyCap) is an important predictor of various employee outcomes. Despite this, there is a paucity of knowledge regarding antecedents of PsyCap and the boundary conditions that influence PsyCap relationships. This study aimed to address these gaps by investigating how ethical leadership (EL) influences employee PsyCap, and in turn, predicts a range of desirable and undesirable employee attitudes. Furthermore, the study examined the moderating role of length of the leader-follower relationship (LLR) and organisational identification in these relationships in a novel moderated-mediation model.

Data were collected from 269 full-time employees in Australia via an online survey across two time-points.

The results show that PsyCap mediates the relationship between EL and employee attitudes. The results also indicate that LLR moderates these relationships, whereby these relationships are strengthened as LLR increases.

This study responds to calls for further investigation of antecedent and outcome variables related to PsyCap, as well as moderators of the relationships between PsyCap and antecedent and outcome variables. The findings also extend the application of social exchange theory to the context of EL and PsyCap.

This study aims to understand how and when employees' pandemic fears influence their lateness attitude, with a particular focus on how this influence is mediated by emotional exhaustion and moderated by a perceived safety climate.

Survey data were collected among employees in the retail sector.

A core mechanism that explains the escalation of pandemic fears into beliefs that tardiness is acceptable is employees' sense that employees are emotionally overextended by work. The extent to which employees perceive that their organization prioritizes safety issues subdues this detrimental process though.

For human resource management (HRM) practice, the findings point to the notable danger that employees who cannot stop ruminating about an external crisis, and feel emotionally overburdened as a result, might compromise their own organizational standing by devoting less effort to punctuality. To disrupt this dynamic, HR managers can create organizational climates that emphasize safety practices.

This study adds to HRM research by revealing a pertinent source of personal adversity, pandemic fears, and how the fears affects tendencies to embrace tardiness at work. The study explicates how emotional exhaustion functions as a core conduit that connects this resource-draining condition with propensities to show up late, as well as how safety climate perceptions can buffer this translation.

The present study integrates inclusive leadership and protection motivation theory to propose a new model predicting employees' intention to work from home during an emergency situation such as the COVID-19 pandemic.

A questionnaire was developed to collect data from 939 Taiwanese and Vietnamese office employees using a non-probability convenience sampling method. A total of 887 valid questionnaires were used for further analysis. The data were analysed following a two-stage structural equation modelling using SPSS 22 and AMOS 20 software. The validity and reliability of the instrument were tested and ensured.

The results revealed that inclusive leadership and factors related to protection motivation theory– including perceived severity and perceived vulnerability – have positive direct and indirect effects on employees' work-from-home intentions through the mediating role of employees' work-from-home-related attitudes. Protection motivation theory factors were found to have a stronger effect on employees' work-from-home intention than inclusive leadership. Differences in the relationship between perceived vulnerability, perceived severity and employees' intentions towards working from home were also discovered among participants from the two studied countries.

The integration of inclusive leadership and protection motivation theory brings into light what will drive employees' intention to work from home during an emergency situation. The present study has several theoretical and practical implications for scholars, governments, managers and policymakers that can help them improve management policies for working from home in the future.

Based on integrating inclusive leadership and protection motivation theory to explore employees' intention to work from home during an emergency situation, the present study demonstrated that inclusive leadership and protection motivation theory should be considered for studies on working from home in a pandemic setting.